Harvard Business Review

OCTOBER 20, 2014

Have you mastered the five skills that distinguish innovative entrepreneurs and executives from ordinary managers? Through their research on the world’s best innovators—including leaders at Amazon, Apple, Google, Skype, and Virgin Group—these authors have identified five key skills that differentiate great innovators.

Disruptive Innovation 8

Disruptive Innovation Innovation Skills Webinar 8

Modern Servant Leader

JANUARY 15, 2015

Maybe you need a leadership development expert or public speaker. Or, maybe you’re focused on personal development and want to find the best content online to help you grow as a leader. of the Center for the Development of Evangelical Leadership @GCTS_Charlotte. Obsessed with community development. Zondervan Author.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

First Friday Book Synopsis

JANUARY 9, 2012

Anthony Harvard Business Review Press (2012) How to develop and then apply the skills needed to create “something different that has impact” I have read and reviewed all of the other books that Scott Anthony has authored or co-authored and [.]. The Little Black Book of Innovation: How It Works, How to Do It Scott D.

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Review Books Innovation Skills 75

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators. By Jeff Dyer, Hal Gregersen, and Clay Christensen. By Dick Grote. By Nicholas Dunbar.

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Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

NOVEMBER 18, 2015

That’s no surprise, since Clayton Christensen co-founded our company in 2000, five years after his Harvard Business Review article with Joseph L. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? The rest, of course, is history.

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Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

JUNE 7, 2012

Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Yet over the past decades, venture capitalists have shown signs, despite all their experience and skills, that they've not gotten better at what they do.

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Venture Capitalist Christensen Incubator Porter 15

Harvard Business Review

JUNE 7, 2012

Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Yet over the past decades, venture capitalists have shown signs, despite all their experience and skills, that they've gotten better at what they do.

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Venture Capitalist Christensen Incubator Porter 12

Harvard Business Review

MARCH 7, 2012

For a more detailed look at these skills, see The Innovator's DNA ). Applying the skills disruptive innovators use to your job search can help you unearth more, and better, opportunities. If you like to try new things, think about hobbies or activities you could engage in to develop new skills. Here's how: Step 1.

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Disruptive Innovation Innovation Christensen Long-term 16

Harvard Business Review

AUGUST 22, 2011

I had worked for over a decade to develop relationships with Latin American business leaders, several of whom were on Forbes' billionaire list. What you can know is that the markets for disruptive innovations are unpredictable, and therefore your initial strategy for entering a market will be wrong," writes Christensen. STOP IT.".

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Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

OCTOBER 26, 2012

My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? Early on, even Bernie Madoff and Enron's Jeff Skilling planned to live honest lives. But then, Christensen says, they started making exceptions to the rules "just this once.".

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Christensen Self-aware Short-term Long-term 14

Harvard Business Review

DECEMBER 10, 2010

These days, you're as likely to see "innovative" on any given job description as you are to see "strong communication skills" or "team player." Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking.

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Innovation Chief Operating Officer Christensen Objective 15

Harvard Business Review

APRIL 26, 2011

The skills required to play hockey are very different from those required to play basketball. His skills and work ethic suggest that it would be reasonable to assume he could have been a world-class ice hockey player if he had dedicated himself to the sport as a youth. That's no dig on James. But he wouldn't necessarily be world-class.

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Sports Christensen Innovation Class 13

Harvard Business Review

JUNE 28, 2018

For instance, a recent study of 100 product development teams found that two common disruptors of team harmony, namely diversity and task uncertainty, were positively associated with creative performance. This is aligned with the Yerkes-Dodson Law , which states that performance is best when tasks are moderately difficult.

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Creativity Team Christensen Innovation 13

Harvard Business Review

MARCH 2, 2011

Almost every industry began with services and products that were so complicated and expensive to provide that only people with a lot of skill and a lot of money could participate. Precise definition of the problem, in this and in every industry, is a prerequisite to the development of a predictably effective solution.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

Harvard Business Review

NOVEMBER 13, 2012

While becoming a leader in an industry or geography might involve a dose of luck, it also involves significant skill, determination, and hard work. If you cut through Clayton Christensen's management classic The Innovator's Dilemma , the root cause of failure in the face of disruptive change is the resource-allocation process.

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Christensen Middle Management Short-term Long-term 8

Harvard Business Review

APRIL 30, 2014

Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen. Within that structure, questioning by employees can be perceived as a challenge to authority. Provide the tools to question well.

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Company Ries Christensen Innovation 11

Harvard Business Review

JANUARY 3, 2014

We identified two sides to the problem: the jobs gap and the skills gap. Our organization focuses mainly on plugging the ‘skills gap’: we identify, train, and place underprivileged youths in emerging industries like the hospitality sector. A good training strategy is a competitive advantage. Align Culture and Incentives.

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Training Company Metrics Real Estate 8

Harvard Business Review

MARCH 21, 2014

Managers need to understand the role of technological maturity, the value of experience, and how employees’ technical skills develop under different business models. But this new business model demanded different sorts of skills. Because the procedures are standardized, an LPN learns valuable skills on the job.

Education 8

Education Technology Business Model Maturity 8

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. It’s not easy for big companies to innovate.

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Innovation Metrics Christensen Workshop 9

Harvard Business Review

AUGUST 8, 2017

As your new role will likely increase your interactions with people of many different styles, having an effective leadership presence includes continually building and practicing the skills of being clear and direct while finding ways of making connections and showing respect. Don’t dilute your message.

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Management Emotional Intelligence Leadership Drotter 15

Harvard Business Review

FEBRUARY 25, 2014

Develop deep expertise — your best risk-mitigation strategy . While developing expertise is the most certain way to reduce entrepreneurial risk, many other strategies exist: Process — Using the right processes to deal with market uncertainty (e.g. Other risk-mitigation strategies .

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Career Company IPO Christensen 8

Harvard Business Review

JANUARY 24, 2012

And Hart is not the only one who has developed this skill. These developments stand in sharp contrast to what Apple has focused on. The problem, as Clay Christensen has recently emphasized, is that students rarely learn at the same rate, let alone in the same way. That takes work and imagination to get right.

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Video Education Christensen Hedge 14

Harvard Business Review

DECEMBER 29, 2010

All things being equal, of course, you'd rather have a skilled entrepreneur than an unskilled one. Finally, we need to develop training programs that give leaders the necessary skills to master the paradoxes that increasingly appear on management's agenda. That point led to spirited discussion with my VC friends.

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Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. The latter are troublesome because the knowledge base and skills required to operate in the new realm are so fundamentally different. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

JANUARY 26, 2012

".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution.

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Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Harvard Business Review

JULY 11, 2016

These experiences can be tremendously valuable, providing young workers the opportunity to build skills for their resumes and meet people who are working in their preferred industry. Renowned management thinker Clay Christensen recommends spending time formulating the right questions. Vincent Tsui for HBR.

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Critical Success Factor Ryan Christensen Advice 8

Harvard Business Review

AUGUST 6, 2013

That''s partly because, as Clayton Christensen, Stephen Kaufman, and Willy Shih wrote in the 2008 HBR article "Innovation Killers," standard financial metrics make new investments look much less attractive than existing business lines. Most of today''s new owners appear to be looking for something out of the investment beyond profit.

Advertising 8

Advertising Christensen Media Disruptive Innovation 8

Harvard Business Review

SEPTEMBER 20, 2011

It is Clayton Christensen 's innovator's dilemma incarnate, and Netflix is very publicly trying to solve it. The vast, vast majority of these are for software development of one sort or another to support the streaming business.

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Disruptive Innovation Innovation Long-term Christensen 14

Harvard Business Review

MAY 8, 2017

He got the top job because of that, and then as CEO he accelerated cloud-business development to make it the company’s primary strategy. Clay Christensen , Professor at Harvard Business School and Innosight co-founder. ” They Develop a Road Map Before Disruption Takes Hold.

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Franchising CEO Business Model Strategy 15

Harvard Business Review

MARCH 1, 2017

By diving into the data, we were able to dramatically reduce customer dissatisfaction, increase customer loyalty, and develop new, differentiating service offerings. Figuring Out What Our Customers Wanted. Fashion and clothing were central to the guest experience — much more so than we had realized.

Hotels 8

Hotels Fashion Budgeting Retail 8

First Friday Book Synopsis

SEPTEMBER 17, 2011

Spear McGraw-Hill (2009) The power of causal mechanisms that can drive a continuously self-improving system Clayton Christensen’s high praise of Steven Spear and this book is well-deserved. The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Steven J.

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Books Review Operations System 75

Harvard Business Review

FEBRUARY 4, 2015

You might find it rewarding to advance the math skills of 80 students in one year, or build six desalination plants over the course of your career. For example, if you enjoy connecting with people, you could use that skill to be a psychologist or a marketer. Take on a new assignment that allows you to try out new skills.

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Career How To Finance Case Study 8

Harvard Business Review

JUNE 21, 2017

When you have a really tough problem, it often helps to expand skill domains beyond specialists in a single field. and How well can we define the skill domain(s) needed to solve it? In cases like these, we need to explore unconventional skill domains, such as adding a marine biologist to a team of chip designers. Related Video.

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Innovation Disruptive Innovation Christensen Open-book 21

Harvard Business Review

OCTOBER 11, 2013

When I suggested to Clayton Christensen that we partner with Hatkoff to create the Tribeca Disruptive Innovation Awards , Clay’s response was : I trust you Whitney. As the idea gained grassroots traction, the risks of buying in fell for senior management even as their respect for her expert stakeholder communication skills rose.

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Innovation Christensen Decisionmaking CTO 11

Leading Blog

JULY 31, 2012

Bill_George: Fellow HBS professor Clay Christensen shares 15 business theories to improve your life. Check out @porrojd 's blog " Tough Talk for Hard Times " for improving your communication skills. Work skills you'll need to survive the "conceptual age" - CNN. Developing Trust by @LeadingSolution. by @steveroesler.

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Covey Christensen Self-aware Agility 273

Harvard Business Review

MAY 20, 2013

You need to hone a skill no one teaches you in college, and few people in the workforce understand: the ability to identify problems no one has explicitly articulated, and then solve them. A member of the Forum for Growth and Innovation, a Harvard Business School think tank developing and refining theory around disruptive innovation.

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Advice Learning-by-Doing Career Open-book 12

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation.

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Management Balanced Scorecard NPV Article 9